Abstract Semiconductor Distributor regulate the market supply and demand functions, Also playing a bridge for the upstream IC suppliers and downstream system manufacturers. With the development of the industry, life cycle of end products is getting shorter, the upstream supplies can not precisely hold the marketing trend of end products.However, a professional IC distributor has marketing capability to grasp the trend of end products, to provide the integration of application consulting, logistics resources, services and therefore to provide a complete total solution of helping customers to develop new products . So the distributors increased in self-value-added and gained customer trust . Moreover, it enhanced the connection to customers and could lead the market gradually. So it still is a key position in the components supply chains. Small- medium distributors not only face with the large domestic distributors but also on the face of international distributors competitive threat. By changing the marketing strategy, it may affect small-medium semiconductor distributor to choose a differentiated way, so they may develop of a unique competitive advantage. If distributors increase their technical capability for products application and provide a total solution to customers, they could lower the pressure to sell total solution instead of single parts. By providing total solutions and modules as selling point, it can raise the profit and also increase the connection between customers, therefore, strengthen the competitive power of enterprise. This study focused on the transformation strategy of small and medium distributors. The study found that when facing marketing competition, small and medium distributors will have three kinds of Business Transformation strategies: 1. To go with the medium, and large distributors direction. 2. To go with technology-intensive direction to be a solution provider. 3. To make diversification strategy direction. In this study, small and medium semiconductor distributors are main subject case study. The study through empirical analysis of the case and found out the business transformation of the three possible directions. And we are looking forward to providing a direction of thinking and hoping next researcher for further improvement.

When an enterprise has developed to a certain scale and anticipated an impressive expansion, business transformation and diversification are unavoidable decisions. How to measure targets or strategies of business transformation and diversification by quantifiable performance measurements or non-quantifiable performance evaluation systems and make adequate modifications would be crucial issues. This study applied Balanced Scorecard ¡qKaplan and Norton, 1996¡r to the Taiwan Sugar Corporation ¡qTSC¡r as a case study. Balanced Scorecard is a tool provides a strategy framework for implementation and control, and transforms company¡¦s visions and strategies into measurable indexes with four dimensions. In order to synchronize the Balanced Scorecard sheet and strategy map of TSC, the study used statistics method to analyze questionnaires and technique of in-depth interviews. Started with analyzing the results of TSC diversification, the study expanded cause-effect relationships of eight major strategic themes, and combined 13 strategic objectives and 45 strategic key performance indicators. The study has two major findings: 1.The current management system and performance measurement of state-owned business are influenced significantly by the government agency. Furthermore, the state-owned business also emphasis too much on financial and internal business process performance indicators, thus customer needs and needs for learning are sacrificed. As the result, the transform mission and strategic target, which focus on value of customers, can¡¦t be connected. 2.Through planning and designing Balanced Scorecard for TSC and transforming organizational strategic objectives into actionable objectives and key performance indicator, we found that Balanced Scorecard is an integrated strategic management tool. Using this tool, the state-owned business can effectively move from ¡§budget performance measurement system¡¨ to ¡§performance management strategy system¡¨. The establishment of Balanced Scorecard has brought TSC the following substantial benefits: 1.Improving the unclear decision making mechanism 2.Establishing strategy focus organization 3.Reducing the gap of current achievement evaluation systems 4.Transforming to customer-focused management mechanism Key words: Business transformation, Diversification, Balanced Scorecard, TSC

Business transformation has become the sole means of survival for today¡¦s traditional businesses in Taiwan that were, once upon a time, star performers. So challenging has the business environment become that even today¡¦s star performers¡Xthe high tech and advanced industries¡Xwill someday become yesterday's news as well. The lessons of business transformation, therefore, are applicable to all businesses. Old school thinkers used to emphasize the impact company strategies had over the operation performance of a company, that the right strategies could alone produce effectively and efficiently performing companies. However, it has been proven over the years that the same strategies adopted by different companies could produce vastly different results. Execution has proven to be a bigger deciding factor in the success or failure of an enterprise. This study aims to demonstrate that proper and effective execution of the right strategies plays a critical role in deciding the future of a company, and success of its transformation. This study utilizes case studies, investigating how the petrochemical companies in study choose their transformation strategies, and how the choice of execution methods affects their operating performance after effecting transformation strategies. It also aims to understand the cause and effect relationship between the choice of transformation strategies, execution methods and the operating performance. Interviews and analysis have been carried out in the conduct of this study. The following is a list of major conclusions: 1.A continuously competitive company is able to deliver a high operation performance. 2.Strategies towards business transformation impact the company¡¦s operation performance. In the petrochemicals industry, the most effective strategies towards business transformation include, in order of impact, vertical integration, globalization, multi-faceted strategy. Horizontal integration is not a recommended strategy. 3.Execution affects the operation performance. Petrochemical companies with effective execution deliver high operation performance. 4.Manpower is any company¡¦s important resource. A high operation performance is also a result of effective manpower. 5.Companies that have been successful in its business transformation are equipped with leadership abilities, high quality of manpower and astute leadership by top management are critical factors to a successful company.

In the postmodern-day organisation, acknowledgement of the facts today is that the retail sector has changed dramatically over the past ten years. Boom periods, surplus shopping and good times have ended. We have entered an era of harsh changes, business collapse, mergers, acquisitions and turbulent competitive environments that demand a constant review of business structure, financial performance, business practices and value creation to provide any hope of the ability to trade sustainably into the future. Responsiveness by retailers in this modern day driven by market need changes causes an almost instantaneous response by retailers to adapt and service the consumer demand. Thus, in evaluation of the underlying reasons for retail market shifts, one starting with the basic premise and rule of the law of natural selection – adapt to the environment, or die. No doubt that customer demand and the competitive landscape dictate effective and quick response from retailers, driving the form, shape, volume and nature of change. Present day marketplace forces are generally forming a worldwide consumer marketplace that will appear dramatically different since 2010, pushing retailers to bring about fundamental improvements to their methods and business models in order to survive. Conventional campaigns will stop being sufficient to deal with trends which may drive the retail markets into the realm of extreme conditions. Retailers in South Africa, albeit not directly, are impacted by global shifts and changes. In an environment with increasing competition and the growing demands for operational efficiencies, sustained profits and customer orientation, SA retailers are looking beyond their traditional business models and organisational boundaries to develop and leverage the resources and capabilities of international best practice to create superior value and drive competitive advantages in the marketplace. Value-add in making things work better for customers, albeit through various business enhancement and improvement initiatives, the longer their relationship will endure with the company. Thus the potential of adopting a deliberate creativity approach within the broader strategic planning process of a company, might well be the value-add activity that provides the catalyst for closing the performance gap, through bridging and integrating the core concepts of creativity and applying these concepts within real business operations, with the explicit aim of improving business profitability. To this end, the study originated from a need for a creativity-driven approach to enhance business performance in a retail organisation and not only challenge current paradigms, but redefine furniture retailing and create new furniture retailing operating models. In so doing, using a deliberate creativity-driven approach, that will catapult furniture retail onto a new performance curve that ultimately creates shareholder value through an enhanced customer proposition. The researcher embarked on a journey to establish whether a structured deliberate creativity change management framework could improve a company’s competitiveness, effectiveness and profitability; and to what degree a creativity framework can be used to enhance performance within a company. The research study results and findings, together with the financial performance results revealed that the creativity interventions deployed did in fact enhance business performance (financial, cultural, productivity and organisational behaviour) over the specific study period. The study also includes the design of a Conceptual Deliberate Creativity Framework, Conceptual Deliberate Creativity Strategy, Conceptual Deliberate Creativity Implementation Plan and an Integrated Beyonder Scorecard, which can be applied to any type of retail business across numerous diverse disciplines. / PhD (Business Administration), North-West University, Potchefstroom Campus, 2014

In the postmodern-day organisation, acknowledgement of the facts today is that the retail sector has changed dramatically over the past ten years. Boom periods, surplus shopping and good times have ended. We have entered an era of harsh changes, business collapse, mergers, acquisitions and turbulent competitive environments that demand a constant review of business structure, financial performance, business practices and value creation to provide any hope of the ability to trade sustainably into the future. Responsiveness by retailers in this modern day driven by market need changes causes an almost instantaneous response by retailers to adapt and service the consumer demand. Thus, in evaluation of the underlying reasons for retail market shifts, one starting with the basic premise and rule of the law of natural selection – adapt to the environment, or die. No doubt that customer demand and the competitive landscape dictate effective and quick response from retailers, driving the form, shape, volume and nature of change. Present day marketplace forces are generally forming a worldwide consumer marketplace that will appear dramatically different since 2010, pushing retailers to bring about fundamental improvements to their methods and business models in order to survive. Conventional campaigns will stop being sufficient to deal with trends which may drive the retail markets into the realm of extreme conditions. Retailers in South Africa, albeit not directly, are impacted by global shifts and changes. In an environment with increasing competition and the growing demands for operational efficiencies, sustained profits and customer orientation, SA retailers are looking beyond their traditional business models and organisational boundaries to develop and leverage the resources and capabilities of international best practice to create superior value and drive competitive advantages in the marketplace. Value-add in making things work better for customers, albeit through various business enhancement and improvement initiatives, the longer their relationship will endure with the company. Thus the potential of adopting a deliberate creativity approach within the broader strategic planning process of a company, might well be the value-add activity that provides the catalyst for closing the performance gap, through bridging and integrating the core concepts of creativity and applying these concepts within real business operations, with the explicit aim of improving business profitability. To this end, the study originated from a need for a creativity-driven approach to enhance business performance in a retail organisation and not only challenge current paradigms, but redefine furniture retailing and create new furniture retailing operating models. In so doing, using a deliberate creativity-driven approach, that will catapult furniture retail onto a new performance curve that ultimately creates shareholder value through an enhanced customer proposition. The researcher embarked on a journey to establish whether a structured deliberate creativity change management framework could improve a company’s competitiveness, effectiveness and profitability; and to what degree a creativity framework can be used to enhance performance within a company. The research study results and findings, together with the financial performance results revealed that the creativity interventions deployed did in fact enhance business performance (financial, cultural, productivity and organisational behaviour) over the specific study period. The study also includes the design of a Conceptual Deliberate Creativity Framework, Conceptual Deliberate Creativity Strategy, Conceptual Deliberate Creativity Implementation Plan and an Integrated Beyonder Scorecard, which can be applied to any type of retail business across numerous diverse disciplines. / PhD (Business Administration), North-West University, Potchefstroom Campus, 2014

Abstract Throughout the engineering in Taiwan, due to the rapid development of engineering technology, engineering increasingly large scale, business has been facing ever faster and greater impact; however, SMEs have long played the Taiwan's driving force in economic growth. Therefore, facing the situation of global competition, companies how to respond to times changing and overcome difficulties then evolve, strategically transformation is even more important. The researchers involved in heavy machine engineering professional installation industry up to thirty years long. In the professional installation of mechanical engineering project management experience, have deeply realized that the heavy machine construction industry is largely impacted by the economic cycle and national policies. Heavy machine engineering industry is the services provider in the industry supply chain for the steel industry, shipbuilding and petrochemical industry, energy industry and environmental protection products industry. The current Taiwan industrial development status in today's perspective, the petrochemical industry is the heavy machine construction industry to the biggest support industry. Case studied company is a local medium-sized heavy mechanical machine installation company provides functional products for the industrial market. Because the client faces international risk management and international competitiveness thinking, the future business risk changes and uncertainties will be bound by potential clients and constraints. Such as South Korea's Samsung, Japan¡¦s CHOYOTA, etc., as a long-term business perspective, they will definitely affect and raise this company's international operations threshold and entrance barriers. Furthermore, medium-sized engineering company as like large engineering companies is also required constantly cost-price competition. Resources are not as much as large companies in economies scale financial size and human resources, how to find core competition of medium-sized engineering manufacture company and implement transformation of organizational change strategies are the main motivations of this thesis study. This thesis study takes the interview to study the case company, first of all to understand of the domestic small and medium sized engineering manufacture industry profile, case company operating situation, finally analysis the transformation operate strategy of the case company, the result appears that the case company "the problems change faced by the company" and the "Innovation Challenge of Development " are two key factors for the company transformation strategy. The research result is sufficient to provide small and medium sized engineering manufacturing industry as a future strategic policy reference. For the medium-sized engineering manufacturing industry in the industry sector in the value of the core competitiveness, supply chain management for reviewing source of corporate competitiveness. Keywords¡G Engineering industry, business transformation strategy, heavy industry, industrial development

As environmental protection issue become the most hot global issues recently, Air Conditioning Industry has to face not only its own management and marketing problems, but also the responsibilities to environmental pollution. Thus, how to deal with the external pressure, the international regimes, and internal pressure become more and more important toward Air Conditioning Industry. How could Air Conditioning Industry take balance between international regimes and its own growth and profit? In addition, it also briefly discusses how Air Conditioning Industry could use its own resource and the strategy of diversification to create different road, making a high pollution industry transform to a green industry. Thus, this study is divided into external and internal factors which make AC industry have to change by strategy of diversification, and cases studying of how Air Conditioner transform itself to fit in the external rapidly changing world. The transformation relies on the effort and cooperation of stakeholders of government, association, and enterprises. Consequently, how these stakeholders achieve the goals on development of Taiwan's heat pump market might be more and more important on Air Conditioning Industry's future.

Abstract Taiwan Synthetic Resin industry filed, undergoing fifty hard years, this is a mature industry and most of companies have been built up a certain scale of production. Since 1997 the China government combined economic reform with open policy to create a rapid economy growth. With the appeal of market superiority rising and low production cost, truly attracts many inverters enter the target market. Under such strong market competitive, some of Taiwan Synthetic Resin companies have successfully transferred into a high-tech industrial territory, some of companies were standing on their original basis to improve its competition ability. Hence, there is obviously difference of the final business performance in between them. This thesis is based on the case study for Q company, engaged in manufacturing Synthetic Resin related products. The research methodologies take various theoretical analyses such as the ¡§Value Chain¡¨ model of Michael Porter and ¡§Strategic Alliance¡¨ to investigate the business strategy of those listed companies and OTC of Taiwan Synthetic Resin industry. Hope this research should provide useful information about the related strategic usage and future development of the Synthetic Resin industry. The key points of finding in this study may be summarized as under: 1) The technical resource of Taiwan Synthetic Resin industry is mainly demanded on technical alliance and the R&D capability is still under developing. 2) The rapid economic growth and development of the Mainland China caused more difficult environment for Taiwan company future development in the business transformation strategy. 3) The enterprise resource is key success factor in achieving competitive advantages in operation, technology and marketing in the industry field. Key words: Synthetic Resin¡BValue Chain¡BStrategic Alliance¡BBusiness transformation

A study of middle management strategic roles on organizational performance under business transformation ¡V Based on the examples of CHT southern branch Abstract Under the wave of globalization and liberalization, all enterprises face vigorous competition. The enterprises must adjust their resources and strategy to survive. By organization change or defining different kinds attractive target segment, changing the structure or creating another new operating models for the future. The middle manager works between top managers and line level. They are the first ones to grasp customer information and respond the environment demand for organization. It follows the up-level¡¦s demands to do the planned and creative activities. It leads, manages and nurtures the down level. Whether the middle manager engages in the role appropriately or not is the key factor to the organization success. The aim of this research has attempted to address the effect of the CHT¡¦s middle mangers under business transformation and how to play their different strategic role ¡V championing, facilitating, synthesizing and implementing. Therefore, this research bases on the survey of the CHT¡¦s southern branch. There are 400 questionnaires in total and response received 301 valid. By statistic analysis method get some findings as follows: 1.Personality trait, transformation leadership and transaction leadership are significant affect to the middle management strategic roles. 2.Personality trait and transformation leadership significantly affect to the organization performance. 3.The middle management strategic roles are significantly affecting the organizational performance. 4.The middle management facilitating role is the mediator between personality trait and customer satisfaction. 5.Different middle management strategic roles groups have significant difference. Those who belong to Positive-type middle managers were considered to contribute mostly to organizational performance.

M.Com. (Business Management) / The crisis that business face regarding the constant change in the environment will not go away. Therefor business will have to go on with transformation to help the business adept to the changing environment. Business in the United States of America has develop a business transformation model to guide business during the process of transformation. In South Africa we face the same circumstances but with a few differences. We arc: nota developed country and the economic objectives of the new South Africa do not allow business to use the same business transformation model. Research in the risk management department in Spoornet during a transformation process has shown the following differences to transformation in America and Europe: • South African companies need to take the economic objectives of the new South Africa into account when transforming the business and it's processes. • Need to include an employment control and management function into the transformation model. '111e research has also found that business. management and employee's are not prepared for the transformation process as their fellow businesses in America and in Europe. Business docs not understand the value and importance of transforming the business. Most managers and employee's think it's a process to automate business and a quick fix process to help the business tobecome more productive and effective. Companies in South Africa do not have the choice between transformation or not. If they want to adapt to the changing environment in South Africa and the rest of the world, they need to transform the business. To survive the severe competition of other companies in South Africa and the rest of the world transformation is not a question to consider.